11h30 – 12h30 Session 2: Besoin du Leadership et de

l'innovation dans la gestion moderne

La session portera sur les principes clés du

modèle de leadership moderne dans la gestion

des aéroports et l'impact de l'innovation et de la

technologie sur le développement des aéroports

et l'amélioration des services

Modérateur : M. Robinson Misitala, Directeur

Général, Zambia Airports Corporation Limited

Dr William Taylor, Professeur, Université de

Concordia

M. Jihad Boueri, vice-président, Solutions pour

Aéroports Moyen-Orient Inde et l'Afrique, SITA

Questions et réponses

11:30 – 12:30 Session 2: The need for leadership and

innovation in modern management

The session will focus on the key principles of

modern leadership models in airport

management and the impact that innovation

and technology have upon airport development

and service enhancement

Moderator: Mr. Robinson Misitala, CEO, Zambia

Airports Corporation Limited

Dr. William Taylor, Instructor Concordia University

Mr. Jihad Boueri, Vice President, Airports Solutions

for Middle East. India & Africa, SITA

Questions & Answers

Session 2: Besoin du Leadership et de l‘Innovation dans

la gestion moderne

Modérateur : M. Robinson Misitala, Directeur Général, Zambia

Airports Corporation Limited

Dr William Taylor, Professeur, Université de Concordia

M. Jihad Boueri, Vice-président, Solutions pour Aéroports Moyen-

Orient Inde et l'Afrique, SITA

Impact of technology on leadership and management concepts

By: Jihad Boueri

Vice President – Airports

Technology & Leadership skills

Digital Leadership

New Role of the CIO

Digital Business Transformation

Why now ?

AGENDA

CientServer

Middle-Ware

INTERNET

Mobile

Social Media

Platform 3.0:Interconnected

VirtualServices

Platform 2.0:Interconnected

ComputingPlatforms

Platform 1.0:ComputingPlatformCentric

IOT

BIG DATA

Cloud

OS

Valu

e

Innovation

Commoditization

Innovation Commoditization

Commoditization

Innovation

Time

What is driving business innovation ?

•Value Driver: Business model innovation & disruption•Convergence of technology & Business

•Value Driver: Business process improvement•Pervasive technology adoption in business

•Value Driver: Efficiency improvement•Silo’ed technology support for business

Source: The Hackett GroupHBR Seminar

CLOUDBiometric

CDM IOT

BI-Analytics

Self Service

Smartphone

Social Media

Technology : What are our priorities ?

Constant Challenges facing managers

Pax Flow

Customer &

Employee

Disruption

Competition Information

Capacity

Profitability

Growth

The pervasive use of digital technology in products & services, transforms traditional business outcomes

Digital Business Transformation @ Airports

Technology & Business convergence

Technology Innovation

Business Innovation

Convergence of roles and responsibilities

CEO

•Go beyond the daily operational challenges.

•Transform Airport Operation.

•Information•Analytics •Technology

•Reporting strategy•BI / Analytics applications•Data stewardship & governance •Finance technology roadmap

“Leaders across the business must learn about and stay abreast of digital trends, the implications of those trends for their business, and how to leverage the new technologies.That doesn’t mean they have to know how the technology works, but rather why it’s important and how to use it.”

Jim Whitehurst, CEO, Red Hat

HBR analytic services report

•Mobile, •Analytic, •CDM, RMS•Passenger Flow

Chief Information

Officer

Chief Innovation

Officer

Chief Infrastructure

Officer

Chief Intelligence

Officer

C”I”O

CIO at a crossroad

Two paths diverged in a wood…. And I took the one less traveled. Rober Frost

Ref: Deloitte University Press, Deloitte Touche Tohmatsu Limited

IT is irrelevant to competitive advantage:

CHIEF TECHNOLOGY MECHANIC

IT is crucial to Innovation and Enterprise success:

CIO LEADER

Traditional IT Emerging IT

Key Skills

•Operations management•Custom software development•Packaged software deployment

•Advising and guiding business leaders•Strategy Innovation•Technology orchestration

Key metrics

•Cost•Uptime•Performance

•Business growth•Customer experience/engagement•Cost

Purview •Company facilities •Every employee, customer, and partner touchpoint

Security •Protection and defense •Discovery and response

Core Value

•Stability •Agility

Help their business colleagues understand which digital knowledge and skills need to reside in their function , and which they can leave to IT.

• Jim Whitehurst

Be a specialist in the application of technology to the business, especially in the context of business processes and improving their efficiency

• Jenning Tim, Butler Group

Being the voice of digital innovation, evangelizing what is possible and what business leaders’ peer in other organizations are doing.

• Jim Whitehurst

In the digital era, CIOs have a great opportunity to influence the strategy and success of their organizations. They also face a host of new technological, political, and organizational challenges.

• Deloitte.

As spending on Cloud, mobile, analytics, and social security soars, CIO have

the opportunity to help drive Strategy, Innovation & Revenue growth.

• Deloitte

Quotes on CIO leader role

Convergence of roles and responsibilities

CEO

•Go beyond the daily operational challenges.

•Transform Airport Operation.

•Information•Analytics •Technology

•Reporting strategy•BI / Analytics applications•Data stewardship & governance •Finance technology roadmap

Lead the Organization to Digital Maturity

“Leaders across the business must learn about and stay abreast of digital trends, the implications of those trends for their business, and how to leverage the new technologies.That doesn’t mean they have to know how the technology works, but rather why it’s important and how to use it.”

Jim Whitehurst, CEO, Red Hat

HBR analytic services report

Digital Leaders

•Mobile, •Analytic, •CDM, RMS•Passenger Flow

Chief Information

Officer

Chief Innovation

Officer

Chief Infrastructure

Officer

Chief Intelligence

Officer

C”I”O

Digital leaders require New Managerial Skills

“The leader must know. Must know he knows, and must be able to make it abundantly clear to those about him that he knows”.

Clarence B. Randall

Knowledge

“It is one thing to communicate to people because you believe you have something of value to say. It’s another to communicate with people because you believe they have value”. John C. Maxwell

Communication

“A leader is one who sees more than others see, who sees farther than others see, and who sees before others do”. Leroy Eims

The Big Picture

“Excellence matters, and technology advances so fast that the potential for improvement is tremendous”. Larry Page

Speed

Anticipatory

“One of the tests of leadership is the ability to recognize a problem before it becomes an emergency”. Arnold Glascow

Human Factor

“You can’t move people to action unless you first move them with emotion… The heart comes before the head”. Stephen R. Covey

Conclusion

We live in a digital era where Technology drives business Transformation

Emerging New Role for CIO with hybrid functions

Digital Leadership becomes a must

Organizations need to adapt a digital strategy and reach a Digital Maturity

You can't do today's job with yesterday's methods and be in business tomorrowGeorge W Bosch

THANK YOU

Key principles of modern

leadership

Dr. William D. Taylor

Professor of Management (Emeritus)

Concordia University

What do we mean by modern

leadership principles?

Starting points:

1. There is no one model

2. One cannot ignore cultural differences in

understanding leadership

3. Modern leadership does not mean western

management styles

Leadership

"[There are] almost as many definitions

of leadership as there are persons who have

attempted to define the concept." - Stogdill

(1974, p.259)

Some definitions

“Leadership is influence – nothing more, nothing

less.” John Maxwell

“ The only definition of leadership is someone

who has followers.” Peter Drucker

“ Leadership is the capacity to translate vision

into reality.” Warren Bennis

5

1. Successful leaders have a

clear strategic intent.

Strategic intent

6

“How you define winning!”

Strategic intent

7

“How you define winning!”

• Based on the observation that leading world

firms began with ambitions that were out of

proportion to their capabilities

• They created an obsession with winning at all

levels of the organization and then sustained

this obsession for 10 years or more

• This obsession they called strategic intent

Mission, vision, and intent

8

MISSION STATEMENT

• Statement of the nature and scope of the work to be performed

VISION STATEMENT

• Statement of the ideal state of the firm: describes the future and kind of firm it will be if intent is being accomplished

VALUES STATEMENT

• Explicit statement of the important values of the firm in key areas:

• e.g. importance of customers, respect for employees duties to suppliers, the environment, ethical standards

2. Context Matters

2. “Leadership challenges are not

always the same”

Industry and economic context

Stage of development of organization

Complexity of ecosystem

Understanding of total organization

and having a strategic perspective

“Academics now talk more about contextual intelligence and adaptive

capacity”

3. Leaders need to communicate

and motivate

Do more, then do

more

Multiple ways

Assess if reaching

Actions count

4. Achieving good leadership starts by

knowing yourself

The importance of self-awareness

• Modern management is strong on assessment

• There are many tests for personality and style

such as Myers-Briggs, Predictive Index

• More of a catalyst to executive skills

Know thyself

Improve thyselfComplement thyself